MANAGING

CHANGE
PRESENTED BY:
MANALI MANJREKAR-1315FM016

ASHWINI PATADE-1315FM022
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Organizational Change
Planned Change change resulting
from a deliberate
decision to alter the
organization

Unplanned Change change that is imposed

on the organization
and is often
unforeseen

Managers must be
prepared to handle both

External Forces for Change

Globalization

Workforce
Diversity

Changing
Technology

Ethical
Behavior
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Globalization
Organizations must rethink
the most efficient ways to
Majority of
Use resources
new workers
Disseminate/gather information
will be female
Develop people
Workforce will
grow in diversity Structural
more Hispanics &
Change
African Americans
&
Workforce is aging Mental
less young workers, more
Change
middle-aged

Workforce
Diversity 4

Ethical
Behavior

Other Organizations

Customers
Ethical
Treatment
Environment

Society

Technological
Change

Changing
Technology

Changes
in work
relationships

Changes in
organizational
structure
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Internal Forces for Change

Declining
Effectiveness

Changing
Work Climate

Company
Crisis

Changing
Employee
Expectations

Scope of Change
Incremental Change - change of a relatively small
scope, such as making small improvements
Strategic Change - change of a larger scale, such as
organizational restructuring
Transformational Change - change in which the
organization moves to a radically different, and
sometimes unknown, future state

The Change Agents Role

Change Agent - the individual or group who
undertakes the task of introducing and managing a
change in an organization

The change agent can be internal or external

Internal Change Agents

Advantages
know past history,
political system, and
culture
must live with
results of change so
will move carefully

Disadvantages
may be associated
with factions,
accused of favoritism
may be too close to
the situation to be
objective
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External Change Agents

Advantages
outsiders
objective view
impartiality

Disadvantages
limited knowledge of
organizations history
may be viewed with
suspicion

To succeed, they must be perceived as trustworthy,

be experts with proven track records, be similar to
those they are working with
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Resistance to Change
Fear of the unknown
Fear of loss
Fear of failure
Disruption of interpersonal relationships
Personality conflicts
Politics
Cultural assumptions and values

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Dealing with
Resistance to Change
Communication
details
rationale

Participation in the process

ownership
commitment

Empathy and support

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Reactions to Change & Managerial Interventions

Reaction

Expression

Disengagement
psychological withdrawal
from change
Disidentification
feeling that ones
identity is being
threatened by change
Disenchantment
feeling negativity or
anger toward a change
Disorientation
feelings of loss and
confusion due to change

Withdrawal

Managerial
Intervention
Confront, identify

Sadness, worry Explore, transfer

Anger

Neutralize,
acknowledge

Confusion

Explain, plan

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Lewins Three Step Change

Model
1. Unfreezing - involves encouraging individuals to
discard old behaviors by shaking up the
equilibrium state that maintains the status quo
2. Moving - new attitudes, values, and behaviors are
substituted for old ones
3. Refreezing - involves the establishment of new
attitudes, values, and behaviors as the new status
quo

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